Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

How Post-Training Surveys Drive Continuous Improvement

A post-training survey is more than a satisfaction check. Used well, it reveals whether employees understood the content, can apply new skills and have the workplace support needed to change behaviour. It also gives learning teams evidence for improving course design, facilitation and follow-up.

For Australian organisations, that evidence must reflect real working conditions. A programme delivered to a Sydney office may land differently for a regional team, a FIFO workforce in Western Australia or staff balancing online learning with operational demands. A reliable feedback process makes those differences visible and connects learning activity with business performance.

Set A Clear Purpose Before Asking Questions

Start by deciding what the survey needs to reveal. Common objectives include testing relevance, checking confidence, identifying barriers to application and estimating whether the training is likely to influence workplace results. A short survey with a clear purpose produces better data than a long questionnaire covering every possible opinion.

Separate immediate reaction from evidence of transfer. Employees can enjoy a workshop without using the skill later, while a demanding course may deliver substantial value. Ask about learning, intended behaviour, workplace conditions and early outcomes so the feedback reflects the full learning journey.

Use A Balanced Question Set

Effective post-training surveys combine rating scales, specific multiple-choice questions and a small number of open responses. Use plain English and avoid double-barrelled questions such as “Was the facilitator engaging and the content relevant?” Those are two separate judgements and need separate answers.

A practical question set might include:

How relevant was the content to your current role?
Which skill or idea are you most likely to use?
How confident are you applying it independently?
What could prevent you from using it at work?
What should be changed before the next delivery?

Include “not applicable” where appropriate, especially for leadership or compliance learning. In Australia, employees may work under different awards, rosters and site conditions, so a question about manager support should not assume everyone has the same access to supervisors or technology.

Interpret Patterns Rather Than Isolated Comments

Survey results become useful when analysed alongside attendance, assessment results, manager observations and operational measures. A low confidence score may indicate unclear instruction, limited practice or a lack of opportunity to apply the skill. Treat the result as a signal to investigate rather than proof of a single cause.

Feedback pattern	Likely meaning	Useful response
High relevance, low confidence	Content matters but practice was insufficient	Add scenarios, demonstrations and coached practice
High confidence, low application	Workplace barriers may be blocking transfer	Engage managers and remove process obstacles
Low relevance across one group	Examples do not match the role or location	Adapt content for that audience
Strong ratings, weak business results	Reaction is not translating into performance	Track behaviour and operational indicators
Mixed results between sites	Delivery conditions or local needs differ	Compare cohorts and tailor implementation

For larger programmes, segment findings by role, location, tenure and delivery mode. A Melbourne head-office cohort and a remote mining-site cohort may report very different barriers. That comparison helps learning teams distinguish a course problem from an implementation problem.

Turn Findings Into Design Decisions

Continuous improvement requires a visible connection between feedback and action. After each delivery, record the main finding, the decision it supports, the owner and the review date. This prevents survey data from becoming a monthly report that nobody uses.

Prioritise changes according to likely business value and effort. Minor wording changes can be made quickly, while redesigning a leadership pathway may require consultation with managers, subject matter experts and workforce representatives. Predictive Evaluation can help teams plan annual L&D activity around expected adoption, impact and return rather than relying on attendance alone.

A useful action register includes:

Survey finding and affected learner group
Proposed change to content or delivery
Person accountable for implementation
Measure that will show whether it worked
Date for reviewing the next cohort

Build A Feedback Rhythm Beyond Day One

The first survey should be completed while the experience is fresh, but it should not be the only measurement point. A follow-up after 30, 60 or 90 days can test whether learners used the skill, what support they received and which obstacles remain. The timing should match the behaviour being developed.

Managers can add valuable evidence through brief observation checklists or team conversations. Keep the process practical for Australian workplaces: a supervisor on a rotating roster may need a mobile-friendly prompt, while a dispersed team may benefit from a short virtual check-in. Privacy and confidentiality should also be clear, particularly in smaller teams where comments can be identifiable.

A sustainable feedback rhythm often includes:

Immediate reaction and relevance survey
Knowledge or skill check after learning
Manager observation during workplace application
Follow-up pulse survey after 30 to 90 days
Review of operational or customer indicators

Connect Employee Feedback With Business Results

The strongest survey programme links learner experience to capability and performance. If training aims to improve service conversations, compare feedback with customer satisfaction, complaint resolution or repeat-contact data. The relationship between capability and satisfaction can be especially valuable for organisations in retail, health, financial services and contact centres.

Avoid claiming that training alone caused every improvement. Business results are influenced by systems, leadership, workload, technology and market conditions. Instead, combine survey evidence with other sources and state what the data supports. This makes the evaluation credible to executives and useful to operational leaders.

Share changes back with learners so they can see that their feedback has consequences. Recognition from respected practitioners can also strengthen confidence in the approach; the book’s reader praise reflects the wider value of connecting evaluation with practical learning decisions. The essential habit is simple: ask focused questions, identify patterns, make a documented change and measure whether the next cohort performs better.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.